How Smart ERPs Turn Data Lakes Into Profit Centers: A CFO’s Guide for 2026

Naveed AnjumPosted on December 18, 2025

12-13 Min Read Time

Smart ERPs — ERP platforms with embedded AI, advanced analytics, and direct access to enterprise data lakes — are reshaping how finance leaders work with data.

Most mid-to-large enterprises now have some form of data lake. Transaction logs, subscription events, IoT feeds, support tickets, product-usage telemetry, marketing touchpoints. All of it is stored; far less of it is managed as something that should move margin, cash flow, or valuation.

Doug Laney, who popularised the idea of “infonomics”, makes the connection explicit:

“Once you’ve got both the numerator and the denominator, you can start managing data like a financial asset.”

Laney’s point is straightforward: you can only treat data as an asset once you can measure its economic impact. That means tying the data in your lake to revenue behaviour, cost drivers, risk patterns, and financial outcomes that your ERP already tracks.

In parallel, McKinsey research (widely cited in the data-strategy community) highlights the upside for organizations that actually act on that view:

“Data-driven organizations are 23 times more likely to acquire customers, six times as likely to retain customers, and 19 times more likely to be profitable.” 

The gap between those two statements — data as a financial asset and materially higher profitability — is where smart ERPs now matter.

Vendors are building AI models, real-time planning, and lakehouse connectivity directly into their ERP cores. One recent analysis of AI in ERP notes that:

“AI is transforming ERP systems on a much larger scale, handling complex tasks like advanced supply chain management, personalized customer support, predictive analytics, and more.”

For CFOs, that transformation only becomes meaningful when it shows up in the profit and loss (P&L) statements. 

This guide focuses on five practical levers you can pull in 2026 to turn data lakes into profit centres using smart ERPs.

1. Make the Data Lake Financially Legible Through Your ERP

CFOs no longer lack data. They lack financially interpretable data.

Alex Meakin, CFO at Dufrain, describes the basic challenge:

“In an age of data proliferation and seemingly every possible thing that can be measured is captured, stored and analysed, understanding your data, the wider data universe in which it lives in and what this means for your business has never been more important.”

Most lakes fail on that “what this means” part. They are excellent at storing events and poor at expressing those events in the language of finance.

From a CFO perspective, a lake only becomes useful once:

• Key tables and streams can be traced into the chart of accounts and core dimensions such as customer, product, channel, and region.
• ERP metrics (NRR, margin by cohort, CAC payback, cash conversion cycle) can be drilled back into lake-level data when challenged by the board or auditors.
• High-value data sets in the lake are clean, documented, and trusted enough to feed AI models that sit inside or alongside the ERP.

Without that, the lake is a storage cost. With it, the lake is a fact base for pricing, profitability analysis, and scenario design.

Laney’s “numerator and denominator” point is a useful mental model here: insist that the data architecture allows you to calculate and recalculate the economics you care about. 

The work to implement this mapping sits with the data and IT teams. The specification — which decisions, ratios, and cohorts must be supported — is a finance responsibility.

CFO Implementation Checklist (First 30–60 Days)

• Identify the three to five financial questions the data lake must answer reliably, such as margin by cohort, Net Revenue Retention drivers, or CAC payback.
• Validate that core lake entities map cleanly to ERP dimensions, including customer, product, region, and contract structure.
• Assign explicit finance ownership for financially critical datasets instead of treating the lake as a purely technical asset.
• Require documentation and quality thresholds for high-value tables that feed forecasting, pricing, or board reporting.
• Confirm that key ERP metrics can be traced backward to underlying lake events during audit or executive review.
• Flag datasets that are not trusted enough for decision-making and exclude them from models until remediated.

2. Use the Smart ERP as the Decision Layer on Top of the Lake

Traditional ERPs were built for structured transactions. Data lakes were built to capture almost anything. Smart ERPs now sit between those worlds and turn raw data into governed financial signals.

Satya Nadella, CEO of Microsoft, has described the broader shift like this:

“AI is the runtime that is going to shape all of what we do going forward in terms of the applications as well as the platform advances.”

In the ERP context, that “runtime” shows up in a very specific way:

• The data lake holds high-volume, often unstructured operational and behavioural data.
• The ERP connects to curated zones in that lake, joins them with master and financial data, and applies AI models.
• The outputs — forecasts, risk scores, recommendations — are written back into planning models, workflows, prices, and policy rules.

Analysts tracking enterprise systems are already observing the pattern. As one review of AI-enabled ERP systems notes, AI is now handling not just basic automation but “advanced supply chain management, personalized customer support, predictive analytics, and more” inside ERP workflows.

For CFOs, the key step is to treat the ERP as the primary decision layer:

• Demand planning uses ERP models that read demand signals from the lake, not separate spreadsheets.
• Credit-risk decisions draw on payment histories and behavioural indicators stored in the lake, surfaced in ERP scoring.
• Sales-comp and quota decisions reference the same telemetry that drives revenue recognition.

When this loop is in place, the lake is no longer an archive owned by IT. It becomes a continuously updated input into financial decision-making, mediated and governed through the ERP.

CFO Implementation Checklist (First 30–60 Days):

• Identify which decisions must live inside ERP workflows rather than spreadsheets.
• Confirm that forecasting, pricing, and credit logic reference lake data through governed interfaces.
• Eliminate parallel decision tools that bypass ERP controls.
• Validate how AI outputs are written back into ERP plans or workflows.
• Require explainability for any AI-assisted recommendation affecting revenue or spend.
• Ensure finance can override or approve AI outputs when thresholds are breached.

3. Build Profit Engines from ERP–Lake Integration

Once your ERP can read and act on lake data, the question changes from “what can we analyse?” to “where does profit actually improve?”

Three profit engines are emerging as particularly relevant for CFOs.

3.1 Expansion and Pricing Intelligence

Subscription and usage-based businesses already collect detailed product-usage telemetry. In many organisations, that dataset sits with product or engineering and is only weakly connected to finance.

Laney’s infonomics argument — that you “start managing data like a financial asset” once you can measure its economic numerator and denominator — is directly applicable here.

When ERP and lake are connected:

• Feature-level usage can be correlated with expansion revenue, support cost, and gross-margin trends.
• Under-consuming but high-potential segments can be identified and targeted through Customer Success motions.
• Pricing and packaging experiments (for example, moving from seat-based to outcome-based pricing as AI agents take over more work) can be designed using real telemetry and measured at the ERP level.

The result is an architected NRR engine rather than a quarterly surprise. Expansion becomes something designed in finance and implemented through systems, not just a sales aspiration.

3.2 Real-Time Forecasting and Tighter Capital Allocation

McKinsey’s research linking data maturity and profitability is often quoted in general terms. The practical lever for CFOs is forecast quality. 

When a smart ERP can read live signals from the lake:

• Forecasts incorporate operational metrics (tickets, shipments, consumption), external indicators, and behavioural signals alongside GL histories.
• Planning models for cash, capacity, and hiring refresh weekly — sometimes daily — for the variables that matter most.
• Variance explanations can be generated from the same underlying data, rather than assembled manually at quarter-end.

For finance, this supports narrower buffers, more confident capital deployment, and faster reallocation of spend as leading indicators move. Data does not guarantee better judgment, but it removes much of the avoidable uncertainty.

3.3 AI Agents as Digital Workers Inside the ERP

The most advanced ERPs are beginning to host AI agents that execute multi-step tasks across finance and operations, not just answer queries.

Bruce Harris, VP of Finance & Accounting at Taco Bell, described the impact of agentic workflows in finance in a recent discussion of AI adoption:

“Our agentic workflows automate the routine work, freeing our people to focus on insight, strategy, and growth.”

In an ERP–lake environment, similar agents can:

• Reconcile high-volume transaction streams from the lake to the subledger and propose entries for review.
• Watch cohort-level margin erosion and surface actionable cases to finance and product teams.
• Compile supplier-performance metrics and risk indicators into draft negotiation packs for procurement.
• Orchestrate close activities based on real-time status rather than static checklists.

The essential shift for CFOs is to treat these agents as capital investments rather than experiments: define baselines, measure hours saved and errors avoided, attribute cash-flow impact, and include them in ROI and payback models alongside human headcount.

CFO Implementation Checklist (First 30–60 Days):

• Select one priority profit engine to activate first: pricing, forecasting, or digital labor, rather than attempting all three in parallel.
• Align ERP revenue and margin metrics with usage, cost, and operational signals flowing from the data lake.
• Define success criteria in financial terms, such as margin lift, forecast accuracy, working capital improvement, or hours saved.
• Ensure AI models or agents write outputs back into ERP workflows, not separate dashboards.
• Establish review thresholds where human approval is required before financial decisions are executed.
• Track realized impact in the P&L or cash-flow statement, not only in operational KPIs.
• Pause or recalibrate any engine that does not show a measurable economic signal within one planning cycle.

4. Put Finance at the Centre of Data-to-Profit Governance

Without governance, the same data lake that powers these profit engines can quickly become a liability.

As one governance guide on modern data architectures puts it:

“Without proper governance, data lakes can easily turn into ‘data swamps’ where information becomes unorganized, inconsistent, and difficult to analyze.”

This is not merely an IT concern. It is a risk, returns, and reputation issue for finance.

A relevant reference comes from Anil Chakravarthy, CEO of Informatica, who explains that:

“The best companies are treating data as a strategic asset that everyone has to manage well."

For data-to-profit specifically, that translates into three expectations finance should set:

i) Shared ownership: Finance co-sponsors the lake roadmap with technology. If the current schemas cannot support questions about margin, CAC payback, NRR, or cash conversion, they are incomplete from a finance standpoint.

ii) Aligned semantics: The ERP’s definitions of value, cost, customer, product, and region become the reference for how data is structured and labelled in the lake. This alignment keeps AI models and metrics comparable across teams.

iii) Explainability and control: As AI models and agents influence planning, pricing, and hiring, boards and auditors will expect clear explanations. Research on explainable AI consistently stresses that as models become more complex, organisations must understand why a system produced a given recommendation, not just what it produced.

For CFOs, this is familiar territory: validating model assumptions that affect capital plans, setting thresholds for mandatory human review, and ensuring that AI-assisted decisions remain defensible.

Good governance keeps the data-to-profit engine auditable and trustworthy. Weak governance turns a promising asset back into a cost line.

CFO Implementation Checklist (First 30–60 Days):

• Co-own data governance with technology instead of delegating it entirely.
• Standardize definitions for value, cost, customer, and product across ERP and lake.
• Set thresholds where human review is mandatory for AI-assisted decisions.
• Ensure data lineage exists for all metrics used in external reporting.
• Treat model assumptions as auditable financial logic, not black boxes.
  Assign accountability for governance failures that affect decisions.

5. Reframe the CFO Role as Architect of the Data-to-Profit System

Many finance leaders already talk about data as an asset. The combination of smart ERPs and data lakes is where that language becomes operational.

Smart ERPs give you:

• A governed decision layer where financial logic, controls, and workflows live.
• Embedded AI and analytics that can consume large amounts of lake data in real time.
• A place where forecasts, prices, and policies actually change.

Data lakes give you:

• The granular behavioural and operational detail that never fitted into traditional ERP tables.
• Longitudinal history for cohorts, products, and usage patterns.
• A foundation for machine-learning models that can see patterns beyond human scale.

When those two elements are designed as one system, managed with finance in the room, Laney’s call to “start managing data like a financial asset” stops being a slogan and becomes a design principle.

For CFOs, the practical agenda for 2026 looks like this:

• Make the data lake financially legible through the ERP.
• Establish the ERP as the primary decision layer on top of the lake.
• Build specific profit engines — expansion, capital-efficient forecasting, and digital labour — rather than generic analytics projects.
• Anchor governance, semantics, and explainability in finance as well as technology.

The role shifts from reporting on profitability to engineering it in the way systems, data, and capital are wired together.

If that architecture is in place, the data lake is no longer a sunk infrastructure cost. It becomes part of how the organisation systematically converts data, AI, and compute into durable cash flows.

CFO Implementation Checklist (First 30–60 Days):

• Shift conversations from “what happened” to “what system produced this outcome.”
• Require finance representation in ERP, lake, and AI roadmap decisions.
• Fund data and AI initiatives as capital investments, not experiments.
• Demand ROI models for AI agents alongside headcount plans.
• Establish cadence where finance reviews system behavior, not just results.
• Make data-to-profit architecture part of strategic planning cycles.

How Arbisoft Can Help

Arbisoft works with finance and technology teams to ensure that data lakes, ERP systems, and AI capabilities operate as one profit-focused architecture. Our Data Engineering and Data Governance teams structure and clean the lake data so it can be interpreted correctly by ERP systems.

Our BI & Analytics and Agentic AI teams then build forecasting models, usage intelligence layers, and automated financial workflows that plug directly into ERP systems like Odoo.

For CFOs looking to move from stored data to revenue impact, Arbisoft provides the technical foundation and the integration expertise needed to turn data lakes into engines for Net Revenue Retention, or NRR growth, margin expansion, and tighter capital allocation.